【摘要】：當今世界經濟一體化使企業(yè)間的競爭日益白熱化。伴隨著進一步深入的改革,提升組織的能力和績效,已成為企業(yè)最重要的議題之一,尤其對于藥包材企業(yè)這樣勞動密集型企業(yè),管理的科學性以及可持續(xù)發(fā)展性已經受到領導層的密切關注。作為藥包材企業(yè)的生產部門,擔負著公司的所有的生產任務的落地,而任何一項任務都要落實到每一個具體的車間,生產長的能力素質高低很大程度上影響著車間生產績效的高低,提升生產長能力素質將對部門管理提升起到事半功倍的效果。長期以來,生產長都是從業(yè)務技術骨干中選拔,進行人才測量與甄選的方法主要是智力和成就兩方面的測試;而沒有一套行之有效的甄選、培養(yǎng)、評價和激勵的管理體系�；诖�,引發(fā)了構建技術班組長勝任力模型想法。勝任力模型(Competency model)是現代企業(yè)人力資源管理的基礎。從組織戰(zhàn)略發(fā)展的需要出發(fā),強化競爭力、提高實際業(yè)績?yōu)槟繕说囊环N獨特的人力資源管理的思維方式、工作方法、操作流程。著名的心理學家、美國哈佛大學教授大衛(wèi).麥克里蘭(David Mc Clelland)教授是國際上公認的勝任力模型方法的創(chuàng)始人。本研究應用國內外相對成熟的勝任力模型相關理論,通過七大步驟構建并完善了生產長勝任力模型:一、分析來自集團、公司和部門的需求;二、抓住部門核心業(yè)務流程進行工作分析;三、建立過渡模型框架;四、從專業(yè)和非專業(yè)性方面對模型要素進行細化;五、通過焦點訪談完善模型要素;六、運用BEI驗證模型要素;七、完善勝任力模型要素并確定分組編碼。本研究主要成果為:一、建立了生產長勝任力素質模型(能力素質辭典),明確了生產長的能力要求,為生產長培養(yǎng)提供了依據;二、對現任生產長進行了能力測評,幫助他們發(fā)現自身能力短板,明確了改進的計劃;三、建立了生產長培養(yǎng)激勵的長效機制與具體的操作方法。本研究在初步構建的模型的基礎上,進一步運用360度測評的方法來模型,以確�？尚判院陀行浴＝涍^問卷調查、數據收集和研究分析等工具,驗證了模型具有較高的信度和效度。本研究應用構建的勝任力模型對現任生產長進行了能力素質測評,找出各自短板,個別輔導,制定提升計劃。同時,在公司內部公布生產長勝任力模型(能力素質辭典),建立生產長培訓認證體系,最終建立生產長的培養(yǎng)、選拔、使用、評價的管理體系。使作為現代人力資源管理主流思想的勝任力模型,應用于藥包材企業(yè)生產一線,實現人力資源管理的科學化,促進部門和企業(yè)在知識經濟時代、資源約束下獲得競爭優(yōu)勢,實現可持續(xù)發(fā)展。
[Abstract]:Nowadays, the world economic integration makes the competition between enterprises become more and more intense. Along with further in-depth reform, improving the ability and performance of the organization has become one of the most important issues for enterprises, especially for labor-intensive enterprises such as pharmaceutical packaging enterprises. The scientific nature of management and the sustainability of development have received close attention from the leadership. As the production department of the pharmaceutical packaging enterprise, it is responsible for the landing of all the production tasks of the company, and any one task should be implemented in each specific workshop. The quality of long production ability greatly affects the production performance of workshop. Improving the quality of long production ability will improve the management of the department with twice the result with half the effort. For a long time, production leaders are selected from the backbone of business technology. The methods of talent measurement and selection are mainly the tests of intelligence and achievement, but there is no effective management system for selection, training, evaluation and encouragement. Based on this, the idea of constructing the competency model of technical team leader is initiated. Competency model (Competency model) is the foundation of modern enterprise human resource management. Based on the needs of the development of organizational strategy, this paper presents a unique mode of thinking, working methods and operation flow of human resource management, which aims at strengthening competitiveness and improving actual performance. David, a famous psychologist and professor at Harvard University in the United States. Professor (David Mc Clelland) McClellan is the internationally recognized founder of competency model methods. Based on the relative mature theory of competency model at home and abroad, this study constructs and consummates the long term competency model through seven steps: first, analyzing the needs of groups, companies and departments; second, Grasp the department core business process for work analysis; third, establish a transition model framework; fourth, from the professional and non-professional aspects of the model elements refinement; five, through focus interviews to improve the model elements; sixthly, use BEI to verify the model elements; Improve competency model elements and determine block coding. The main results of this study are as follows: first, a production long competency model (competence dictionary) has been established, the ability requirements of production length have been clarified, and the basis for production long cultivation has been provided; second, the ability of the current production leader has been evaluated. It helps them to find their own short board of ability and make clear the plan of improvement. Thirdly, the long-effect mechanism and the concrete operation method of the long term production training incentive are established. On the basis of the preliminary model, 360 degree evaluation method is used to ensure the credibility and effectiveness of the model. The reliability and validity of the model are verified by questionnaire, data collection and analysis. In this study, the competency model was used to evaluate the competence of the current production leaders, to find out their weaknesses, to make individual counseling and to formulate the promotion plan. At the same time, the production long competence model (competence dictionary) is published in the company, and the production long training certification system is established. Finally, the management system of training, selecting, using and evaluating the production leader is established. The competency model, which is the mainstream thought of modern human resource management, is applied to the production line of pharmaceutical packaging enterprise, to realize the scientific management of human resource, and to promote the departments and enterprises to obtain the competitive advantage under the restriction of resources in the era of knowledge economy. Achieving sustainable development.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.46

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